Monday, April 30, 2012

In a world that is moving from a global economy driven by mass production to one
driven by mass customization—a now economy—the demand for mass ingenuity, mass
engagement, and mass action, has never been greater.

In Business at the Speed of Now, author John Bernard says
that there must also be a shift in the way we manage our organizations.
“Centralized innovation and decision-making, the mainstays of the Mass
Production era, simply cannot get results in a world where unlimited choice
demands real-time response.” What is required is leadership at all levels—“one
that enables employees at all levels to solve problems and seize opportunities
autonomously and instantaneously.”

To navigate this shift from mass
production to mass customization people need the freedom to sieve every
opportunity to solve problems quickly and efficiently. This requires a move from
what Bernard calls “then” thinking to “now” thinking. “Then relies
heavily on centralized control and specialization, whereas now relies
heavily on decentralized autonomous action.” It requires a YES mindset. It means
“ensuring that the people who first encounter customer problems possess the
tools, skills, information, and authority they need to say yes
now—YESability.

YESability doesn’t mean anarchy. Bernard
explains, “Replacing no with yes does not mean that from now on you give
everyone permission to do whatever they want. You draw clear boundaries to
establish order, and you provide language and methods people can use to solve
problems. You become an enabler of action rather than an unwitting obstacle
to performance.”

Every employee must be provided with five crucial
elements:

Context (“Where are we going?”)

Accountability (“What role do I play?”)

Skills (“What abilities do I possess?”)

Facts (“What data must I access to make decisions?”)

Authority (“Do I enjoy the freedom to act without fear of
reprisal?”)

YESability is important for developing leaders at
all levels. While Bernard’s focus is on customer relations, it is important to
think of his approach in terms of interactions within the organization.

Thursday, April 26, 2012

In the New York Times, Stephen I. Sadove, chairman and chief executive of Saks Inc.,
explains that it is culture that drives results:

It starts with leadership at the top, which drives a culture.
Culture drives innovation and whatever else you’re trying to drive within a
company — innovation, execution, whatever it’s going to be. And that then drives
results.

When I talk to Wall Street, people really want to know your
results, what are your strategies, what are the issues, what it is that you’re
doing to drive your business. They’re focused on the bottom line. Never do you
get people asking about the culture, about leadership, about the people in the
organization. Yet, it’s the reverse, because it’s the people, the leadership,
the culture and the ideas that are ultimately driving the numbers and the
results.

While we know that our most important resource is our
people, it’s not so easy to get people “all in”—convincing people to “truly buy
into their ideas and the strategy they’ve put forward, to give that extra push
that leads to outstanding results.”

All In by Adrian Gostick and Chester Elton explains why
some managers are able to get their employees to commit wholeheartedly to their
culture and give that extra push that leads to outstanding results and how
managers at any level, can build and sustain a profitable, vibrant work-group
culture of their own. All In takes the principles found in their previous
books—The Orange Revolution and The Carrot Principle—and expands
on them and places them in a wider context.

They begin by explaining
that it all rests on the “belief factor.” People want to believe, but
given the fact that “failure could cost them their future security why shouldn’t
they be at least a little dubious about your initiatives?” But belief is key.
“As leaders we must first allow people on our teams to feel like valuable
individuals, respecting their views and opening up to their ideas and inputs,
even while sharing a better way forward. It’s a balancing act that requires some
wisdom.”

To have a culture of belief employees must feel not only
engaged, but enabled and energized. What’s more, “each element of E+E+E can be
held hostage by an imbalance in the other two.”

The authors have created
a 7 step guide to develop a culture where people buy-in:

Define your burning platform. “Your ability to identify and
define the key “burning” issue you face and separate it from the routine
challenges of the day is the first step in galvanizing your employees to believe
in you and in your vision and strategy.”

Create a customer focus.
“Your organization must evolve into one that not only rewards employees who spot
customer trends or problems, but one that finds such challenges invigorating,
one that empowers people at all levels to respond with alacrity and creativity.”

Develop agility. “Employees are more insistent than ever that
their managers see into the future and do a decent job of addressing the coming
challenges and capitalizing on new opportunities.”

Share
everything. “When we aren’t sure what’s happening around us, we become
distrustful….In a dark work environment, where information is withheld or not
communicated properly, employees tend to suspect the worst and rumors take the
place of facts. It is openness that drives out the gray and helps employees
regain trust in culture.”

Partner with your talent. “Your people
have more energy and creativity to give. There are employees now in your
organization walking around with brilliant ideas in their pocket. Some will
never share them because they don’t have the platform to launch those ideas on
their own. Most, however, will never reveal them because they don’t feel like a
partner in the organization.”

Root for each other. “Our research
shows incontrovertible evidence that employees respond best when they are
recognized for things they are good at and for those actions where
they had to stretch. It is this reinforcement that makes people want to grow to
their full shape and stature.”

Establish clear accountability.
“To grow a great culture, you need to cultivate a place where people have to do
more than show up and fog a mirror; they have to fulfill promises—not only
collectively but individually.” And this has to be a positive idea.

Gostick and Elton explain that the “modern leader provides the why,
keeps an ear close to those they serve, is agile and open, treats their people
with deference, and creates a place where every step forward is noted and
applauded.”

The authors skillfully examine high-performing cultures and
present the elements that produce them. A leader at any level can implement
these ideas to drive results. A great learning tool.

To succeed, you need everyone on your team all in; you need a culture
of belief. A high performing culture is characterized by people that are
engaged, enabled and energized.

Tuesday, April 3, 2012

What does a real-life CEO have in common with the central figures of a fictitious Mafia crime family in The Godfather? According to Justin Moore, CEO and founder of Axcient, plenty.

Moore is a serial entrepreneur, early-stage advisor, and angel investor. He’s currently at the helm of Axcient, a company he founded that provides backup, business continuity, and disaster recovery services to the small and mid-sized business (SMB) market. Right now, Axcient is protecting more than 2 billion files and applications for businesses across North America.

Moore also happens to think that The Godfather is “one of the best movies ever made” and had a chance to watch it again when the film was aired extensively last week to mark the 40th anniversary of its premiere. Though a decade had passed since the last time Moore watched it, his recent viewing offered an unexpected reward. This time he found the film rife with teaching moments for CEOs running a business today.

“I certainly don’t endorse crime or violence, and I’m not suggesting business should operate like the Mafia,” explains Moore, “but there are some universal themes in the movie I can relate to as a CEO.” Moore says The Godfather offers valuable lessons in community and team building, making tough decisions, and playing to win while not neglecting friends and family.

Someday, and that day may never come, I'll call upon you to do a service for me. ~Vito Corleone

Uttered in the iconic rasp of Marlon Brando, the words of Vito Corleone illustrate how he creates a loyal community among those he has helped. Moore says, “By granting these favors and helping people with their problems, Vito Corleone is building a network of influence--relationships that may or may not deliver a specific or quantifiable return, but all which serve to strengthen his power base and which have the potential to be reciprocal in the long run.”

Moore says building strategic partnerships enables companies to work through challenging markets and fast-track overall success. “As a CEO, I see it as part of my job to be a super connector, networking with the technology and investment community without an expectation of reciprocation. Partnerships forged through time, trust, and mutual benefit--such as those Axcient has built with HP, Ingram-Micro, and a vast network of service providers and resellers--are the types of community relationships that bring about the greatest returns.”

The Godfather reminds us of the importance of being tough when necessary. “As soon as Vito Corleone allowed a few moments of weakness to be seen by his enemy, they attempted to assassinate him. And it was largely because of failures of his team,” Moore observes.

“In business, accountability isn’t achieved by a murderous rampage. But the lesson is this--to be successful in business you have to be tough, and you have to be extremely focused on hitting goals and getting results," says Moore. That doesn’t mean patience and understanding don’t have a place, he says, but ongoing tolerance of low-performing people or products just eats away at the success of the entire company. “You are ultimately responsible for all of your employees and shareholders, and that requires tough and swift decisions.

3. Don’t get emotional.

It’s not personal, Sonny. It’s strictly business. ~Michael Corleone
“Many people don’t like to talk about the fact that in business, there are winners and losers. When Sonny Corleone reacts impulsively and emotionally, he gets taken out. In business, if you don’t take the opportunity to out-sell, out-bid, or out-market your competitor, they’ll take you out. I’m not suggesting doing anything outside the boundaries of morality or rightness--simply pointing out that when people make emotional decisions, they start making bad decisions. To lead successfully, you have to take your emotion and ego out of the equation."
Likewise, Moore says it’s important to play to win. In business, that translates to knowing the competition and always staying at least one step ahead. “Operate your business with integrity and have respect for competition, but you also need to seize opportunities to eliminate your competition and win.”

4. Be decisive.

Moore says that he, like most people who appreciate The Godfather, watch the movie with a combination of shock and respect. “Shock because he is so ruthless that he kills his own family member, but respect for the fact that Don Corleone knows exactly what he wants, executes decisively, and commands respect through unwavering leadership.”

While you don’t have to kill anyone to prove a point, as soon as you know what choice to make, move forward. “Know who on your team is making the right choices, and trust them to take decisive action as well. Hesitation too often leads to missed opportunities.”

5. Spend time with your family.

Do you spend time with your family? Because a man who doesn’t spend time with his family can never be a real man. ~Vito Corleone
Moore isn’t endorsing 1940s machismo, but he is decrying 100-hour workweeks that many entrepreneurs fall prey to in hot pursuit of the next big thing. Though he’s been dedicated like that in the past, Moore finds it’s not sustainable in the long run.

“A leader can’t be successful in creative problem-solving and making excellent decisions unless that person is connected to people and passions outside of work. I find that it’s often time with family and friends that gives me the perspective I need to build the relationships and make the decisive actions required for continued success in business,” says Moore.

About Me

As a Management Consultant working with Start Up's and Small/Medium size businesses, this forum is to share experiences from the front lines on sales, marketing, people talent, interviewing, sales management and other business related topics.
www.IndigoOceans.com